"This book offers an analytical, interdisciplinary examination of electronic governance implementation from theoretical and practical perspectives, for researchers in fields like computer science, information systems, and sociology, and practitioners in policy formulation, implementation, and IT and systems deployment"--Provided by publisher
The COVID-19 pandemic has challenged organisations to adapt and redesign their processes and management practices in response to the rising emergency. Governments across the globe have implemented strategies to reduce infection and mortality, and build resilience. Most response strategies and actions have leveraged the potential of digital technologies (DT). However, despite the importance of DT in supporting business continuity, an integrative framework describing how DT can support organisational responsiveness in relevant disruptions is still not available. This research presents the outcomes of a web and social content analysis of 40 world-leading corporations facing the COVID-19 emergency. The study identifies how these organisations have used DT in 12 activities related to the management of operations, human resources, and customers. For each activity, a set of digital enablers are identified, and the deriving organisational value is outlined. The contribution of this research lies in reinvigorating and advancing the scholarly discussion on the centrality of DT for the enhancement of organisational preparedness in critical scenarios. From a managerial perspective, this research provides business leaders and managers with a checklist useful to define digital-enhanced business continuity plans. ; Post-print / Final draft
PurposeThe importance of networks in effecting the outcomes of change processes is well‐established in the literature. Whilst extant literature focuses predominantly on the structural properties of networks, our purpose is to explore the dynamics of network emergence that give rise to the outcomes of process improvement interventions. Through the use of actor‐network theory (ANT), the purpose of this paper is to explore the dynamics in the implementation of a process improvement methodology in the complex organisational setting of a UK National Health Service Trust. The paper illustrates the utility of ANT in articulating the dynamic nature of networks underpinning socio‐technical change, and our analysis provides insights for the management process change initiatives.Design/methodology/approachThis is a rich qualitative study in the Pathology Unit of a UK National Health Service Trust, using ANT as the theoretical lens for tracking the emergence and transformation of networks of individuals over the course of a management intervention to promote "Lean thinking" for process performance improvements.FindingsANT is useful for explicitly tracking how organisational players shift their positions and network allegiances over time, and for identifying objects and actions that are effective in engaging individuals in networks which enable transition to a Lean process. It is important to attend to the dynamics of the process of change and devise appropriate timely interventions enabling actors to shift their own positions towards a desired outcome.Research limitations/implicationsThe paper makes the case for using theoretical frameworks developed outside the operations management to develop insights for designing process interventions.Originality/valueBy understanding the role of shifting networks managers can use timely interventions during the process implementation to facilitate the transition to Lean processes, e.g. using demonstrable senior leadership commitment and visual communication.
Part 2: Acceptance and Diffusion ; International audience ; Despite the need expressed in the literature for shedding light upon the mechanisms that underpin the transformational process of t-Government, there is still research to be conducted regarding the critical factors that affect the citizens' adoption of local government transformational services. To address this gap, this research reports on the findings of the use of the structured-case approach and suggests a framework to investigate the success factors for t-Gov in a Greek context. The paper reveals that transformational government is not a state, but a process entailing experiential judgement. Existing acceptance theories, hence, need to be complemented by additional variables that affect citizens' adoption of transformational services.
